ТАЛАНТЫ И ВОЗМОЖНОСТИ ЧЕЛОВЕКА ИЛИ НУЖНОСТЬ И ПОЛЕЗНОСТЬ ИНДИВИДУУМА

Таланты и Возможности человека по истине безграничны. Причем они являются основополагающими составляющими, определяющими его Жизнь в рамках Судьбы. Таланты – это то, что на протяжении многих жизней нарабатывал и формировал человек, и это то, за что он ценен и важен.

Определения и понимание

Мы не случайно разделили понятия Талантов и Возможностей человека, поскольку за ними подразумеваются совершенно разные вселенские понятия.

Таланты – это уникальные наработки человека в различных областях, которые, с одной стороны, имеют внутреннее стремление к реализации, с другой стороны, они имеют востребованность в обществе, среди людей.

Посмотрите на талантливых (известных) людей и вам все станет ясно без каких-либо дополнительные объяснений. Они умеют, хотят и делают то, за что их ценят, любят и уважают в обществе.

Впрочем, таланты бывают не только «позитивного», но и негативного характера. Но об этом, равно как и о характеристиках талантов, мы поговорим позднее.

Но, говоря о Талантах, вам важно понять, что сам по себе талант не представляет никакого интереса, если не обладает возможностями. То есть, выражаясь простым языком, не «дозрел» до уровня общественного принятия.

Теперь что касается характеристик Возможностей.

Возможности – это проявления талантов, заключены в том, что позволяют человеку реализовать свои возможности.

Возьмем простой пример. Человек рожден с прекрасными вокальными способностями. Но, как он ни старается, как не прикладывает усилия для популяризации своего Таланта, он не может найти ВОЗМОЖНОСТЬ для этого. Это указание на то, что талант пока не «дозрел».

А как же те, что бесталанно и почти бездарно поют, играют в кино? Они, имея «малый» талант, имеют такие возможности?

Это очень логичный вопрос, который демонстрирует не единичную, а коллективную схему реализации Таланта, о который мы подробно поговорим ниже.

Схемы реализации Таланта

Вы когда-нибудь задумывались над тем, почему люди собираются в группы для реализации собственных возможностей (талантов)?

Ответ на этот вопрос лежит в области Таланта и Возможности, которые четко определяют как причины, так и следствия такой вселенской схемы.

Чем сложнее реализация, тем больше талантов и возможностей необходимо. Посмотрите на то, как строится дом. Его строительство начинается с работы архитекторов, экспертов, дизайнеров, плавно переходя из идейной схемы в схему строительства, изготовления материалов и эксплуатации. Целый механизм Возможностей и Талантов, в котором объединены люди разных направлений для того, чтобы создать определенную Схему реализации.

Именно этот пример наглядно показывает, как реализуется Талант – Индивидуально или Коллективно.

Все зависит от формы и объема реализации. Какой-то талант не требует соединения с другими Талантами, а какой-то остро нуждается. А самое главное, во главе этой схемы всегда стоит человек или несколько людей, выполняющих организационные обязанности, которые также обладают Талантами объединять Таланты.

Все наши пояснения направлены не только на то, чтобы Вы поняли, что «один в поле не воин», но и для того, чтобы вы запомнили, что «талант вам не принадлежит».

Талант как форма принадлежности обществу

С одной стороны Талант является величиной индивидуальной, но с другой стороны представьте, что толку от талантливого пения в лесу или талантливо написанной картины, которая стоит в сейфе. Ее уровень влияния, а вернее уровень влияния Таланта, создавшего этот труд, минимален.

Устройство вселенной в конкретном контексте устройства нашего мира требует того, что человек должен или вынужден реализовывать свой талант.

«Вынужден, должен? – спросите вы. – А почему, кто так решил?»

На самом деле это решение принял Закон Вселенной, если говорить о глобальном определении этого понятия. Но в реальности решение принимает жизнь, которая отражает востребованность таланта.

Посмотрим на простом примере, что будет происходить с человеком в аспекте принятия и отрицания таланта.

У человека есть потребность – есть, пить, одеваться и иметь крышу над головой. Простые и вполне понятные потребности, продиктованные природой человека. Что необходимо, чтобы удовлетворять такие потребности? – Зарабатывать деньги (или получать все необходимое иным путем [11] ).

Что делать человеку, чтобы получить деньги для того, чтобы прожить? – Работать.

А что такое работа? – Это возможность делать то, что будет востребовано обществом, за что последнее поощрит человека, то есть заплатит.

Чем лучше работает человек, чем больше его общественное влияние, чем более востребован его «продукт», тем больше он получает поощрения, называемое прибыль, доход, зарплата и так далее.

Как видите, все достаточно просто и в то же время сложно, поскольку простота этой схемы содержит массу подводных камней, о которых мы поговорим далее.

Отношение человека

Не всегда человек готов делать то, к чему его «толкает» вселенная. Ему может не нравиться, быть не по душе, он может быть морально не готов к той или иной форме реализации таланта. И тогда возникают ситуации, которые описаны ниже.

Внутренний конфликт или «Скажите спасибо, что я здесь вообще работаю»

Последнюю фразу мы использовали именно для того, чтобы подчеркнуть сам способ реализации Таланта и отношения человека к нему. Он «не хочет», не готов работать так, как он работает. В его душе и в его эмоциях царит смятение потому, что он делает не то, что он может или должен.

Вполне возможно человек прав, но только отчасти. Не бывает «случайной работы», так и не бывает «маленькой зарплаты». Человек получает ту работу, которую заслуживает и ту зарплату, которую заслужил.

Хотите больше и лучше? – Сделайте так, чтобы вам предложили новую работу.

Помните, что Работа, как форма, связанная с Талантом, имеет востребованность. Важно найти нужную форму востребованности, чтобы получить желаемый результат.

Внешний конфликт или «Что за чушь?»

Фраза «Что за чушь?» использована нами для того, чтобы отразить реакцию общества, главного потребителя, на реализацию таланта человека. Общество, в силу различных причин, может не «захотеть» получать то, что дает ему человек.

Да, это может быть талантливо по сути, но по форме, воспринимаемой обществом, не слишком.

Компромисс

Если человек хочет жить «долго и счастливо», получать необходимое и желаемое, он должен найти общественный компромисс – такую форму реализации своего таланта, при которой будет и внутренняя гармония, и внешнее приятия его поступков.

В ином случае человек неизбежно встает на путь конфликта, который в большинстве случаев заканчивается трагично. И причина этого кроется в том, что вселенная «знает» о компромиссе, о необходимости находить гармонию между внутренними желаниями человека и желаниями общества. Тогда и «волки сыты, и овцы целы».

Если же Талант, заключенный в человеке, выходит за рамки его Жизни, то есть не реализуется или реализуется с искажениями, это приводит к тому, что его начинают «бить», чтобы вернуть в чувство, или «вычеркивают из списка живых», чтобы он своей жизнью и поведенческим разносом не израсходовал свои возможности, которые ему нужны для следующих воплощений-жизней.

По сути, Магия Судьбы очень тесно связана с понятием Компромисса, поскольку его нахождение дает человеку Счастье и Успех, а его отсутствие – боль и разочарование.

Данный текст является ознакомительным фрагментом.

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Как использовать свои способности на полную

Если вы воображаете меньше, то и получите меньше. Это высказывание кажется справедливым не только для наших желаний, но и для способностей. Вы всегда можете повысить свой интеллект, развить в себе любой талант и стать тем, кем хотите быть, но для этого надо изменить вид мышления.

Психолог Стэнфордского университета Кэрол Двек много лет посвятила исследованию двух типов мышления людей — «фиксированного» и «мышления роста». По результатам своего исследования она написала книгу «Новая психология успеха». В ней психолог рассказывает о силе веры в себя, её большом значении и изменениях, которые происходят в жизни.

Два вида мышления

Фиксированное мышление подразумевает, что наш характер, интеллект и творческие способности статичны, даны нам от природы. Успех же зависит от того, насколько наши природные данные подходят под установленные в обществе стандарты. Когда человек с фиксированным мышлением стремится к успеху и любой ценой хочет избежать провала, таким образом он поддерживает мнение о себе, как об умном и опытном.

Мышление роста не боится проблем, и видит поражения не как доказательство глупости и несостоятельности, но как трамплин для роста и новых возможностей. От того, какой тип мышления складывается у человека с самого раннего детства, зависит его карьера, отношения и, в конце концов, умение быть счастливым.

Вера в то, что интеллект и качества личности могут развиваться, вместо того, чтобы оставаться статичными, натолкнула Двек на проведение глобального исследования, в котором участвовали и взрослые люди, и дети.

Она пишет:

За 20 лет, в течение которых проводилось моё исследование, выяснилось, что видение себя, которое вы выбрали, напрямую влияет на то, как вы проведете свою жизнь. Если вы верите в то, что у вас статичный уровень интеллекта, один характер на всю жизнь и одна, неизменная личность, вы будете проявлять одни и те же качества снова и снова.

Цели и способы

Люди с фиксированным мышлением добиваются целей, чтобы доказать себе, кто они есть на самом деле, и делают это в любой сфере: в учебе, на работе, в отношениях. Каждая ситуация рождает в них вопрос: «Кто я — победитель или лузер?», « Я выгляжу умным или глупым?». Это как если вы играете в покер, вам попались плохие карты, а вы пытаетесь убедить других и себя, что они хорошие.

Но есть и другое мышление, в котором все ваши качества не воспринимаются как что-то неизменное, то, с чем вам придется прожить всю жизнь. Люди с таким мышлением убеждены, что настоящий потенциал человека невозможно измерить, и неизвестно, что получится, если вложить в любимое дело годы труда, страсти и тренировок. 

Фиксированное мышление стремится к самоутверждению, а мышление роста — к обучению.

Люди с таким мышлением не просто не расстраиваются в случае ошибок и поражения, они вообще не видят себя в таких ситуациях. Для них нет поражения, есть только обучение.

Разница в любой сфере

Двек выяснила на практике, что люди с фиксированным мышлением и мышлением роста, действительно, думают и действуют по-разному, поскольку меняется сам смысл усилий и суть оценки себя. В мире фиксированного мышления успех доказывает, что вы умны и талантливы. В мире мышления роста, успех — это узнать что-то новое, исследовать себя и свои возможности.

Мышление в детстве

Основы мышления закладываются в самом раннем возрасте. Двек проводила эксперименты с детьми, которым предложили легкие или сложные головоломки. Одни дети, у которых уже сложилось фиксированное мышление, выбирали легкие и решали их раз за разом, чтобы чувствовать, что они умны и всё делают правильно. Дети с мышлением роста не понимали, в чем интерес собирать одни и те же легкие головоломки, потому что для них самым главным было развитие и новые знания. Всё это переносится и во взрослую жизнь, когда человек раз за разом выполняет одну и ту же работу, не желая видеть ничего нового. 

Поглощение информации

Разница есть и в самом поглощении информации. Когда Двек исследовала волны мозга в лаборатории в Колумбии, у людей с разным мышлением были совершенно разные результаты. 

Люди с фиксированным мышлением были заинтересованы только в обратной реакции на их ответы, а не в самой информации. Если они давали неправильный ответ, их не интересовал правильный, они даже не особенно слушали его. Люди с мышлением роста всегда слушали правильные ответы, они были заинтересованы в обучении, в том, чтобы расширить границы своих познаний. 

Заключение

Так зачем тратить время на то, чтобы доказать, что вы хороший, когда можно в это время действительно становиться лучше? Зачем прятать от других свои недостатки, когда можно работать над ними? Зачем искать друзей и партнеров, которые будут служить для вашего самоутверждения, когда можно найти тех, что помогут вам расти?

И зачем выбирать проверенные и верные способы, когда можно получить новый опыт? Страсть к чему-то новому, особенно когда все и так идет хорошо — это отличительная черта мышления роста. И это помогает людям хорошо чувствовать себя даже в не самые лучшие времена.

Как развить в себе мышление роста? Сменить приоритеты, поверить, что ваши изначальные данные — это не набор карт, с которым вам предстоит блефовать и отыгрываться, а глубокий колодец, наполненный сокровищами. Надо только суметь их достать.

И в качестве заключения, инфографика о том, чем отличаются два типа мышления. Её можно использовать как практическое руководство в вопросе: «Что изменить в своем мышлении?»

 А какой тип мышления у вас? Хотели бы вы его изменить?

90000 Ability vs. Capability 90001
90002 90003 Ability 90004 — 90005
90002 Ability to do some task means that you can do it and have done it in the past. Ability determines a person’s skill or level of expertise. In other words, it denotes the quality of being able to perform something. For example, 90005
90002 • She has the ability to grasp concepts very fast. 90005
90002 • Her ability to read 50 words per minute fetched her many awards in school. 90005
90002 • He has the ability to persuade everyone to make things work his way.90005
90002 • My friend has the ability to concoct stories and hide stuff from everyone. 90005
90002 Ability is also used as a suffix — probability, suitability, disability, usability, stability etc … These are nouns of the adjectives like probable, suitable, usable etc … 90005
90002 Even capability comes from capable + ability 90005
90002 90003 Capability 90004 — 90005
90002 Capability to do a task is the potential to do it. Whether you are able to do the task at the moment or not, is different, but you have the capability or the potential to do it sometime.For example, you may not have the ability to run now because of knee pain, however in due course of time, you may be able to do so. You have the capability to run a marathon. Some examples — 90005 90002 90027 90005
90002 • He has the capability to win the cup, but he is not trying enough. 90005
90002 • You have the capability to complete this whole round in less than 2 minutes; you just have to push yourself a little more. 90005
90002 • The questions were beyond the capability of most five-year-old kids.90005
90002 • If you change your thinking, you have the capability to change this world. 90005
90002 • Never underestimate the capabilities of a woman. 90005
90002 • You can do much more than you think you are capable of. 90005
90002 Ability and capability both are nouns. Ability has its roots from the Latin word abilitas. 90005
90002 Able and capable, the adjective forms of these nouns also have the same differences — 90005
90002 «Currently, I will be able to take up only two subjects, though I think I am capable of taking up upto 5 subjects per semester.»90046 90005
.90000 Capitalizing on Capabilities 90001

90002 The Idea in Brief 90003

90004 Rivals everywhere are seeking to blunt your strategic edge. How to strike back? Strengthen your 90005 organizational capabilities 90006 -intangible, hard-to-copy assets such as leadership, efficiency, and innovation. These capabilities reflect your workforce’s collective expertise and define what your firm does best. 90007
90004 But to strengthen organizational capabilities, you have to 90009 measure 90010 these notoriously difficult-to-quantify assets.Do not ignore them in favor of tangible, easy-to-quantify assets like facilities and equipment. Intangibles influence corporate success far more. 90007
90004 How to assess your firm’s organizational capabilities, so you can reinforce the crucial ones? Conduct a 90005 capabilities audit: 90006 Identify the two or three capabilities most essential to carrying out your strategy, uncover gaps between actual and desired performance on those capabilities, and devise a plan for improving them. There’s no magic list of proficiencies that every company needs in order to succeed.But there are 11 intangible assets that well-managed companies overall tend to have. These companies typically excel in only three of these capabilities, while maintaining industry parity in the rest. 90007
90004 Companies that use capabilities audits enhance their ability to execute strategy-and generate powerful results. For example, focusing on key capabilities of efficiency and collaboration helped U.K.-based InterContinental Hotels Group save more than $ 100 million a year, raise share price 71%, and outperform the FTSE 100 by a factor of two.90007
90004 The Idea in Practice 90007
90020 Conducting a Capabilities Audit 90021
90004 90005 1. Decide which business unit (division, region, entire company) to audit. 90006 Any part of your organization responsible for delivering on strategic objectives can benefit from auditing. Example: 90007
90004 Medical-device manufacturer Boston Scientific targeted its international division for auditing, to improve service quality and profitability. 90007
90004 90005 2.Identify capabilities critical to meeting your unit’s goals. 90006 Consider these: 90007
90004 90005 Talent: 90006 attracting, motivating, and retaining competent and committed people 90007
90004 90005 Speed: 90006 making important changes rapidly 90007
90004 90005 Shared mind-set and coherent brand identity: 90006 ensuring positive, consistent perceptions of the company among employees and customers 90007
90004 90005 Accountability: 90006 demanding high performance from employees 90007
90004 90005 Collaboration: 90006 working effectively across organizational boundaries 90007
90004 90005 Learning: 90006 generating ideas with impact 90007
90004 90005 Leadership: 90006 embedding leaders throughout the organization 90007
90004 90005 Strategic unity: 90006 articulating and sharing a strategic viewpoint 90007
90004 90005 Customer connectivity: 90006 building enduring relationships of trust with targeted customers 90007
90004 90005 Innovation: 90006 developing breakthrough products and processes 90007
90004 90005 Efficiency: 90006 managing costs 90007
90004 90005 3.Use surveys to gather data on current and desired capability performance. 90006 Survey respondents may include the unit’s leadership team, employees, investors, suppliers, and customers. They rank the unit’s current performance on each capability you’ve identified, and define performance levels needed for the unit to meet its goals. Example: 90007
90004 Boston Scientific had international division managers and their bosses, employees, and peers from other units rate the division’s current and desired performance on a list of capabilities.90007
90004 90005 4. Identify the two or three capabilities most required to deliver on strategic goals. 90006 Focus on weaknesses only when they’re strategically important. Determine which current capabilities should be further strengthened to enhance future success. Example: 90007
90004 Boston Scientific survey respondents, who rated 90009 talent 90010 as a strength, saw it as critical to the group’s ability to deliver on its customer-related and financial promises. They also identified 90009 strategic unity 90010 as another vital capability, but rated it as a division weakness.90007
90004 90005 5. Develop an action plan. 90006 Outline steps needed to strengthen key capabilities. Clarify who will deliver on the capabilities and which metrics you’ll monitor. Example: 90007
90004 Boston Scientific managers decided to invest further in 90009 talent 90010 -even though it was a division strength-because it was critical to their customer-acquisition strategy. They strengthened marketing talent to target more diverse customers. They also closed the 90009 strategic unity 90010 gap by developing a clearer statement of strategy that sharpened the group’s focus on service and profitability.90007

90004 If you ask them which companies they admire, people quickly point to organizations like General Electric, Starbucks, Nordstrom, or Microsoft. Ask how many layers of management these companies have, though, or how they set strategy, and you’ll discover that few know or care. What people respect about the companies is not how they are structured or their specific approaches to management, but their capabilities-an ability to innovate, for example, or to respond to changing customer needs.Such 90009 organizational capabilities 90010, as we call them, are key intangible assets. You can not see or touch them, yet they can make all the difference in the world when it comes to market value. 90007
90004 These capabilities-the collective skills, abilities, and expertise of an organization-are the outcome of investments in staffing, training, compensation, communication, and other human resources areas. They represent the ways that people and resources are brought together to accomplish work.They form the identity and personality of the organization by defining what it is good at doing and, in the end, what it 90009 is 90010. They are stable over time and more difficult for competitors to copy than capital market access, product strategy, or technology. They are not easy to measure, so managers often pay far less attention to them than to tangible investments like plants and equipment, but these capabilities give investors confidence in future earnings. Differences in intangible assets explain why, for example, upstart airline JetBlue’s market valuation is twice as high as Delta’s, despite JetBlue’s having significantly lower revenues and earnings.90007
90004 In this article, we look at organizational capabilities and how leaders can evaluate them and build the ones needed to create intangible value. Through case examples, we explain how to do a capabilities audit, which provides a high-level picture of an organization’s strengths and areas for improvement. We’ve conducted and observed dozens of such analyses, and we’ve found the audit a powerful way to evaluate intangible assets and render them concrete and measurable. 90007
90020 Organizational Capabilities Explained 90021
90004 While people often use the words «ability,» «competence,» and «capability» interchangeably, we make some distinctions.In technical areas, we refer to an individual’s functional competence or to an organization’s core competencies; on social issues, we refer to an individual’s leadership ability or to an organization’s capabilities. With these differences in mind, let’s compare individual and organizational levels of analysis as well as technical and social skill sets: 90007

90004 In the table above, the individual-technical cell (1) represents a person’s functional competence, such as technical expertise in marketing, finance, or manufacturing.The individual-social cell (2) refers to a person’s leadership ability-for instance, to set direction, to communicate a vision, or to motivate people. The organizational-technical cell (3) comprises a company’s core technical competencies. For example, a financial services firm must know how to manage risk. The organizational-social cell (4) represents an organization’s underlying DNA, culture, and personality. These might include such capabilities as innovation and speed. 90007
90004 Organizational capabilities emerge when a company delivers on the combined competencies and abilities of its individuals.An employee may be technically literate or demonstrate leadership skill, but the company as a whole may or may not embody the same strengths. (If it does, employees who excel in these areas will likely be engaged; if not, they may be frustrated.) Additionally, organizational capabilities enable a company to turn its technical know-how into results. A core competence in marketing, for example, will not add value if the organization is not able to spark change. 90007
90004 There is no magic list of capabilities appropriate to every organization.However, we’ve identified 11-listed below-that well-managed companies tend to have. (Such companies typically excel in as many as three of these areas while maintaining industry parity in the others.) When an organization falls below the norm in any of the 11 capabilities, dysfunction and competitive disadvantage will likely ensue.
90007
90122 Talent: 90123
90004 90009 We are good at attracting, motivating, and retaining competent and committed people. 90010 Competent employees have the skills for today’s and tomorrow’s business requirements; committed employees deploy those skills regularly and predictably.Competence comes as leaders 90009 buy 90010 (acquire new talent), 90009 build 90010 (develop existing talent), 90009 borrow 90010 (access thought leaders through alliances or partnerships), 90009 bounce 90010 (remove poor performers), and 90009 bind 90010 (keep the best talent). Leaders can earn commitment from employees by ensuring that the ones who contribute more receive more of what matters to them. Means of assessing this organizational capability include productivity measures, retention statistics (though it’s a good sign when employees are targeted by search firms), employee surveys, and direct observation.90007
90122 Speed: 90123
90004 90009 We are good at making important changes rapidly. 90010 Speed ​​refers to the organization’s ability to recognize opportunities and act quickly, whether to exploit new markets, create new products, establish new employee contracts, or implement new business processes. Speed ​​may be tracked in a variety of ways: how long it takes to go from concept to commercialization, for example, or from the collection of customer data to changes in customer relations.Just as increases in inventory turns show that physical assets are well used, time savings demonstrate improvements in labor productivity as well as increased enthusiasm and responsiveness to opportunities. Leaders should consider creating a return-on-time-invested (ROTI) index, so they can monitor the time required for, and the value created by, various activities. 90007
90122 Shared Mind-Set and Coherent Brand Identity: 90123
90004 90009 We are good at ensuring that employees and customers have positive and consistent images of and experiences with our organization.90010 To gauge shared mind-set, ask each member of your team to answer the following question: What are the top three things we want to be known for in the future by our best customers? Measure the degree of consensus by calculating the percent of responses that match one of the three most commonly mentioned items. We have done this exercise hundreds of times, often to find a shared mind-set of 50% to 60%; leading companies score in the 80% to 90% range. The next step is to invite key customers to provide feedback on brand identity.The greater the degree of alignment between internal and external mind-sets, the greater the value of this capability. 90007
90122 Accountability: 90123
90004 90009 We are good at obtaining high performance from employees. 90010 Performance accountability becomes an organizational capability when employees realize that failure to meet their goals would be unacceptable to the company. The way to track it is to examine the tools you use to manage performance. By looking at a performance appraisal form, can you derive the strategy of the business? What percent of employees receive an appraisal each year? How much does compensation vary based on employee performance? Some firms claim a pay-for-performance philosophy but give annual compensation increases that range from 3.5% to 4.5%. These companies are not paying for performance. We would suggest that with an average increase of 4%, an ideal range for acknowledging both low and high performance would be 0% to 12%. 90007

90122 Collaboration: 90123
90004 90009 We are good at working across boundaries to ensure both efficiency and leverage. 90010 Collaboration occurs when an organization as a whole gains efficiencies of operation through the pooling of services or technologies, through economies of scale, or through the sharing of ideas and talent across boundaries.Sharing services, for example, has been found to produce a savings of 15% to 25% in administrative costs while maintaining acceptable levels of quality. Knowing that the average large company spends about $ 1,600 per employee per year on administration, you can calculate the probable cost savings of shared services. Collaboration may be tracked both throughout the organization and among teams. You can determine whether your organization is truly collaborative by calculating its breakup value. Estimate what each division of your company might be worth to a potential buyer, then add up these numbers and compare the total with your current market value.As a rule of thumb, if the breakup value is 25% more than the current market value of the assets, collaboration is not one of the company’s strengths. 90007
90122 Learning: 90123
90004 90009 We are good at generating and generalizing ideas with impact. 90010 Organizations generate new ideas through benchmarking (that is, by looking at what other companies are doing), experimentation, competence acquisition (hiring or developing people with new skills and ideas), and continuous improvement.Such ideas are generalized when they move across a boundary of time (from one leader to the next), space (from one geographic location to another), or division (from one structural entity to another). For individuals, learning means letting go of old practices and adopting new ones. 90007
90122 Leadership: 90123
90004 90009 We are good at embedding leaders throughout the organization. 90010 Companies that consistently produce effective leaders generally have a clear leadership brand-a common understanding of what leaders should know, be, and do.These companies ‘leaders are easily distinguished from their competitors’. Former McKinsey employees, for instance, consistently approach strategy from a unique consulting perspective; they take pride in the number of the firm’s alumni who become CEOs of large companies. In October 2003 the 90009 Economist 90010 noted that 19 former GE stars immediately added an astonishing $ 24.5 billion (cumulatively) to the share prices of the companies that hired them. You can track your organization’s leadership brand by monitoring the pool of future leaders.How many backups do you have for your top 100 employees? In one company, the substitute-to-star ratio dropped from about 3: 1 to about 0.7: 1 (less than one qualified backup for each of the top 100 employees) after a restructuring and the elimination of certain development assignments. Seeing the damage to the company’s leadership bench, executives encouraged potential leaders to participate in temporary teams, cross-functional assignments, and action-based training activities, thus changing the organization’s substitute-to-star ratio to about 1: 1.90007
90122 Customer Connectivity: 90123
90004 90009 We are good at building enduring relationships of trust with targeted customers. 90010 Since it’s frequently the case that 20% of customers account for 80% of profits, the ability to connect with targeted customers is a strength. Customer connectivity may come from dedicated account teams, databases that track preferences, or the involvement of customers in HR practices such as staffing, training, and compensation. When a large portion of the employee population has meaningful exposure to or interaction with customers, connectivity is enhanced.To monitor this capability, identify your key accounts and track the share of those important customers over time. Frequent customer-service surveys may also offer insight into how customers perceive your connectivity.
90007
90122 Strategic Unity: 90123
90004 90009 We are good at articulating and sharing a strategic point of view. 90010 Strategic unity is created at three levels: intellectual, behavioral, and procedural. To monitor such unity at the intellectual level, make sure employees from top to bottom know what the strategy is and why it is important.You can reinforce this sort of shared understanding by repeating simple messages; you can measure it by noting how consistently employees respond when asked about the company’s strategy. To gauge strategic accord at the behavioral level, ask employees how much of their time is spent in support of the strategy and whether their suggestions for improvement are heard and acted on. When it comes to process, continually invest in procedures that are essential to your strategy. For example, Disney must pay constant attention to any practices relating to the customer-service experience; it must ensure that its amusement parks are always safe and clean and that guests can successfully get directions from any employee.90007
90122 Innovation: 90123
90004 90009 We are good at doing something new in both content and process. 90010 Innovation-whether in products, administrative processes, business strategies, channel strategies, geographic reach, brand identity, or customer service-focuses on the future rather than on past successes. It excites employees, delights customers, and builds confidence among investors. This capability may be tracked through a vitality index (for instance, one that records revenues or profits from products or services created in the last three years).90007
90122 Efficiency: 90123
90004 90009 We are good at managing costs. 90010 While it’s not possible to save your way to prosperity, leaders who fail to manage costs will not likely have the opportunity to grow the top line. Efficiency may be the easiest capability to track. Inventories, direct and indirect labor, capital employed, and costs of goods sold can all be viewed on balance sheets and income statements. 90007
90020 Conducting a Capabilities Audit 90021
90004 Just as a financial audit tracks cash flow and a 360-degree review assesses leadership behaviors, a capabilities audit can help you monitor your company’s intangible assets.It will highlight which ones are most important given the company’s history and strategy, measure how well the company delivers on these capabilities, and lead to an action plan for improvement. This exercise can work for an entire organization, a business unit, or a region. Indeed, any part of a company that has a strategy for producing financial or customer-related results can do an audit, as long as it has the backing of the leadership team. We’ll walk through the process below, describing as we go the experiences of two companies that recently performed such audits-Boston Scientific (a medical device manufacturer) and InterContinental Hotels Group-and what they did as a result of their findings.90007
90004 The Massachusetts-based company Boston Scientific has enjoyed strong growth over the past 25 years. In particular, its international division delivers about 45% of company revenues and 55% of company profits. Yet in 2003 the group’s executives still wanted to find ways to improve on the division’s success, so Edward Northup, president of Boston Scientific International, decided to engage his leadership team in a capabilities audit. 90007
90004 The first step was to identify the areas that were critical in meeting the group’s goals.Using the 11 generic capabilities defined above as a starting point, leaders at Boston Scientific adapted the language to suit their business requirements. (No matter how you create the list, the capabilities you audit should reflect those needed to deliver on your company’s strategic promises.) Next, to evaluate the organization’s performance on these capabilities, the international division’s executives-along with their bosses and employees and a group of peer executives from other divisions-completed a short online survey.Adapted from the generic questionnaire shown in the exhibit «How to Perform a Capabilities Audit,» the survey comprised 20 questions, with space for comments. For each capability, respondents were asked to rate on a scale of one to five the group’s current performance as well as the level of achievement the division would need in order to meet its goals. This exercise showed gaps between current and desired capability. For example, on strategic unity-the extent to which employees understood and agreed upon strategy-the score for actual achievement was 0.91 points lower than the score for desired performance. Respondents also chose two capabilities that would most affect the group’s ability to deliver on its customer-related and financial promises. 90007

90004 The leaders discussed the survey findings at an off-site meeting. To address the strategic-unity gap, they developed a clearer statement of strategy that sharpened the group’s focus on service and profitability. Then, before forming an overall improvement plan, they defined the capabilities that would be most critical to executing that strategy.They did not necessarily choose capabilities with low scores in actual performance. For example, even though the group showed relative weakness in learning and innovation, the leadership team did not see those capabilities as essential to meeting group goals, because the division is primarily a sales, marketing, and distribution arm of the company. However, although the division scored high on talent (see the exhibit «Does the Talent Deliver?»), The leaders chose to invest in further developing this capability since it would be critical to success; in particular, they focused on strengthening marketing skills and building talent that would allow them to target a broader set of customers.They also launched an effort to create a leadership brand, starting with a new model of high performance. Finally, they began to assess bench strength in support of that leadership brand, starting with the organization’s three regional presidents. 90007

90004 The idea, in short, is not necessarily to boost weak capabilities but to identify and build capabilities that will have the strongest and most direct impact on the execution of strategy.
90007
90004 The Berkshire, England-based InterContinental Hotels Group (IHG) conducted its audit across the entire company.In late 2002 and early 2003 the global organization-recently spun off from Bass Group-faced bloated overhead costs in the competitive hotel industry, experienced a decline in business and vacation travel because of the worldwide economic downturn and the spread of severe acute respiratory syndrome (SARS), underwent a brand name change (from Six Continents), and battled a hostile takeover attempt by British entrepreneur Hugh Osmond. Deutsche Bank analyst Mark Finnla, in a January 2003 report, described the hotels as «chronically underperforming … [and] making less than a third of what they should be.»In an effort to improve performance, chief executive Richard North initiated an» organization review. » 90007
90004 As at Boston Scientific International, the audit process started with collection of feedback from multiple sources-executives, employees at all levels, and franchisees who owned and managed individual hotels. The information was gathered by an organization-review design team made up of high-potential employees from all regions. Supported by external consultants, the team members worked on the review process full-time for several months before making recommendations to the IHG executive committee.Based on this review, efficiency, or reducing costs, quickly became a priority. The company’s costs were 15% to 20% higher than the industry average, and IHG swiftly took measures to streamline its operations among the various regions, creating a shared services center and aligning finance, human resources, and corporate functions. 90007
90004 IHG executives also looked at what capabilities would be essential for future success, assessing actual and desired capabilities in terms of where the company required world-class skill, where it needed to demonstrate industry superiority, and where it needed to achieve industry parity for optimal cost-efficiency.(For a visual breakdown of the areas examined, see the exhibit «A Snapshot of IHG’s Capabilities Audit Results.») The capabilities under review supported the overarching priority of efficiency. Leaders decided, for example, that the company should achieve world-class performance in collaboration. As part of this strategic push, IHG gave up its decentralized structure, in which each region operated independently and was responsible for its own budget and operation, and became a unified corporate entity whose regions needed to work together to solve budget shortfalls, information technology challenges , and the like.By collaborating across regions and hotels, IHG streamlined operations and saved more than $ 100 million a year. By focusing on the gap between actual and desired capabilities, company leaders were able to determine where to invest leadership attention. This new focus allowed IHG to fend off the hostile takeover, demerge successfully, increase its share price by 71% from April 2003 to February 2004, and outperform the FTSE 100 by a factor of two, while reenergizing the company culture. A survey showed dramatic increases in employee morale and confidence in company leadership.The quality of management at the company is no longer a matter of public debate. 90007

90020 Lessons Learned 90021
90004 No two audits will look exactly the same, but our experience has shown us that, in general, there are good and bad ways to approach the process. You’ll be on the right track if you observe a few guidelines. 90007

90122 Get focused. 90123
90004 It’s better to excel at a few targeted capabilities than to diffuse leadership energy over many. Leaders should choose no more than three on which to spend their time and attention; they should aim to make at least two of them world-class.This means identifying which capabilities will have the most impact and will be easiest to implement, and prioritizing accordingly. (Boston Scientific chose talent, leadership, and speed. IHG zeroed in on collaboration and speed since the company’s leaders felt that working across boundaries faster would enable them to reach their strategic and financial goals.) The remaining capabilities identified in the audit should meet standards of industry parity. Investors seldom seek assurance that an organization is average or slightly above average in every area; rather, they want the organization to have a distinct identity that aligns with its strategy.90007
90122 Recognize the interdependence of capabilities. 90123
90004 While you need to be focused, it’s important to understand that capabilities depend on one another. So even though you should target no more than three for primary attention, the most important ones often need to be combined. For example, speed will not be enough on its own; you will likely need fast learning, fast innovation, or fast collaboration. As any capability improves, it will probably improve others in turn. We assume that no capabilities are built without leaders, so working on any one of them builds leadership.As the quality of leadership improves, talent and collaboration issues often surface-and in the process of resolving those problems, the company usually strengthens its accountability and learning. 90007
90122 Learn from the best. 90123
90004 Compare your organization with companies that have world-class performance in your target capabilities. Quite possibly, these companies will not be in the same industry as your organization. It’s often helpful, therefore, to look for analogous industries where companies may have developed extraordinary strength in the capability you desire.For example, hotels and airlines have many differences, but they’re comparable when it comes to several driving forces: stretching capital assets, pleasing travelers, employing direct-service workers, and so on. The advantage of looking outside your own industry for models is that you can emulate them without competing with them. They’re far more likely than your top competitors to share insights with you. 90007
90122 Create a virtuous cycle of assessment and investment. 90123
90004 A rigorous assessment helps company executives figure out what capabilities will be required for success, so they can in turn decide where to invest.Over time, repetitions of the assessment-investment cycle result in a baseline that can be useful for benchmarking.
90007
90122 Compare capability perceptions. 90123
90004 Like 360-degree feedback in leadership assessments, capabilities audits sometimes reveal differing views of the organization. For example, employees or customers may not agree with top leaders ‘perception that there is a shared mind-set. Involve stakeholders in improvement plans. If investors rank the firm low on various capabilities, for instance, the CEO or CFO might want to meet with the investors to discuss specific action plans for moving forward.90007
90122 Match capability with delivery. 90123
90004 Leaders need to do more than talk about capability; they need to demonstrate it. Rhetoric should not exceed action. Expectations for improvement should be outlined in a detailed plan. One approach is to bring together leaders for a half-day session to generate questions for the plan to address: What measurable outcome do we want to accomplish with this capability? Who is responsible for delivering on it? How will we monitor our progress in attaining or boosting this capability? What decisions can we make immediately to foster improvement? What actions can we as leaders take to promote this capability? Such actions may include developing education or training programs, designing new systems for performance management, and implementing structural changes to house the needed capabilities.The best capability plans specify actions and results that will occur within a 90-day window. HR professionals may be the architects, but managers are responsible for executing these plans. 90007
90122 Avoid underinvestment in organization intangibles. 90123
90004 Often, leaders fall into the trap of focusing on what is easy to measure instead of what is in greatest need of repair. They read balance sheets that report earnings, EVA, or other economic data but miss the underlying organizational factors that may add value.At times the capability goals can be very concrete, as with IHG’s focus on efficiency. 90007
90122 Do not confuse capabilities with activities. 90123
90004 An organizational capability emerges from a bundle of activities, not any single pursuit. So leadership training, for instance, needs to be understood in terms of the capability to which it contributes, not just the activity that takes place. Instead of asking what percent of leaders received 40 hours of training, ask what capabilities the leadership training created.To build speed, IHG leaders made changes in the company’s structure, budgeting processes, compensation system, and other management practices. Attending to capabilities helps leaders avoid looking for single, simple solutions to complex business problems. • • • 90007
90004 Few would dispute that intangible assets matter. But it can be quite difficult to measure them and even harder to communicate their value to stakeholders. An audit is a way of making capabilities visible and meaningful. It helps executives assess company strengths and weaknesses, assists senior leaders in defining strategy, supports midlevel managers in executing strategy, and enables frontline leaders to make things happen.And it helps customers, investors, and employees alike recognize the organization’s intangible value. 90007

A version of this article appeared in the June 2004 issue of 90009 Harvard Business Review 90010.
.90000 Career Objectives for Resume Statements and Examples 90001
90002 This article provides the largest collection of career objective statements and examples for resume. Since career objective is used as a scanning tool by recruiters to shortlist the resumes, a well-crafted career objective is an essential requirement for any resume. 90003

90002 A career objective is the first section that recruiters see just after the personal information. According to a popular study, recruiters usually take only six seconds to decide whether to keep or reject your resume.In these six seconds, to grab the recruiter’s attention, your resume needs a hook and career objective is that hook. Career objective can grab the recruiter’s attention and let him convince to keep reading your resume. 90003
90002 Select the career objective from the following list which clearly describes your job objective and perfectly matches the job you are applying for. 90003
90008 Career Objectives Statements for Resume 90009
90002 To work in a meaningful and challenging position that allows me to develop myself as Network Administrator and have the scope for advancement.90003
90002 To be the part of a reputed organization that provides steady career growth along with job satisfaction, challenges and give a valuable contribution to the success of the organization. 90003
90002 Seeking a sales executive position in a reputable company on a long term basis which is looking for an experienced, hardworking, detail-oriented team player. 90003
90002 To enhance my working capabilities, business efficiencies, and professional skills to serve my organization with sheer commitment and determination.90003

90002 Seeking a position of Cisco device Administrator / Network Administrator in a company that uses world-class infrastructure and provides an environment that encourages innovative thinking, recognition and career development. 90003
90002 To obtain a position of Linux System Administrator in an organization that would allow me to develop my skills while contributing to the organizational goals. 90003
90002 To work in tandem with a team in a challenging and competitive environment where I could improve my knowledge and my capabilities would be put to use for the development of the organization.90003
90002 To work in a learning and challenging environment, utilizing my skills and knowledge to be the best of my abilities and contribute positively to my personal growth as well as the growth of the organization. 90003
90002 To build a challenging career with honesty and loyalty by translating my experience, knowledge, skills and abilities into value for an organization. 90003
90002 To obtain a position of responsibilities that utilizes my skills and experience and keen to work in an environment where I can enrich my knowledge.90003
90002 To use my experiences and skills in solving problems creatively in a challenging position. 90003
90002 To excavate my talent in a position that offers promotion promptly for the development of the organization. 90003
90002 To work pragmatically in an organization where I can show my talent and enhance my skills to meet the company’s goal and objective with full integrity and zest. 90003
90002 To take up the challenges in the field of Computer Hardware and Networking and learning the practical that facilities translation of innovative ideas into the novel finding of commercial therapeutic importance.90003
90002 To enhance my skills, experiences, and capabilities in a dynamic and stable workplace with the cutting edge of technologies. 90003
90002 To pursue a challenging career in leading and progressive web hosting company offering opportunities for utilizing my skills towards the growth of the company. 90003
90002 Diligent Hardware and Networking diploma holder with excellent research and analysis skills. Aiming to use my abilities to successfully fulfill the Network Support Engineer position in your company.My enthusiasm to learn new skills quickly will help the team in which I will work to meet its milestones. 90003
90002 Seek to work in an environment that will challenge me further; while allowing me to contribute to the continued growth and success of the organization. 90003
90002 To create value and recognition in the workplace by producing the best result for the organization through synchronize and hard work. 90003
90002 To seek a position in a growing company that provides an opportunity to develop a steep learning curve, a proactive role, and challenging tasks and also allows me to make positive contributions.90003
90002 To obtain an entry-level position in the IT industry. 90003

90002 To obtain a Desktop Support Engineer or System Administrator position that will use my leadership and organizational skills. 90003
90002 Looking for a challenging role where I can use my capabilities through sincere dedication and hard work to move up the graph of the organization. 90003
90002 To obtain a responsible career, where I could optimally utilize my education, qualification as well as gained professional experience for making a significant contribution to a progressive and dynamic organization.90003
90002 To works with an organization where I can enhance my skill and knowledge from the present as well as an establishment to achieve professional and financial heights for both organization and self. 90003
90002 To give my best effort in an organization by accepting new challenges and finding new ways to achieve the desired result in the worst situation. 90003
90002 Seeking a System Administrator position that reflects my experience, skills, and personal attributes including dedication, meeting goals, creativity, and the ability to follow through.90003
90002 To succeed in an environment of growth and excellence and earn a job which provides me job satisfaction and helps me in achieving personal as well as organizational goals. 90003
90002 My intention at this step would be to learn new things related to my profession. As it is a technical field, one has to be updated because of the technology changes often. It is my responsibility to learn and adopt new technology. It would be profitable for me as well as for my company. 90003
90002 Seeking a system administrator position in a web hosting company where I can utilize my extensive experience in company interest.90003
90002 To improve my position in the workforce, expand my knowledge and skills while establishing long term employment in a friendly environment. 90003
90002 To work enthusiastically so I can anticipate and meet the challenges arising in the contemporary competitive business environment. 90003
90002 To obtain a position of Linux System Administrator that offers promotion in organization hierarchy with continuous learning and growth. 90003
90002 To work in a conducive environment where I can use my skills to achieve the organization objective and accomplish my goal to become a Linux system administrator.90003
90002 To join an interactive organization that offers me a constructive workplace for communicating and interacting with customers and people. 90003
90002 I am pursuing a career as a sales manager with limited overnight travel. I am seeking to deliver my research, analytical, as well as presentation skills that will benefit in volume, growth, brand, and profits. 90003
90002 To enter an impeccable relationship with an organization of repute which can utilize the inherent talent of the incumbent to the maximum and to work on a challenging and dynamic project with a good amount of freedom and corresponding work responsibility.90003
90002 To expand leadership responsibilities, improve organizational ability to exceed corporate goals and help honor all long-term commitments made to customers and employees. 90003
90002 Obtain a challenging leadership position applying creative problem solving and lean management skills with a growing company to achieve optimum utilization of its resources and maximum profits. 90003
90002 To work hard with full dedication for the achievement of organization objective under satisfying job contact, hence enhancing my skill and knowledge and ready to learn new things.90003
90002 To obtain a Sales manager position by adding value through utilizing my superior knowledge, prospecting and selling abilities in the business to business arena. 90003
90002 To obtain a dynamic, challenging opportunity that contributes to the outstanding success of the business via 10+ years of Information Technology experience from various global industries. 90003
90002 To further my professional career with a Sales Manager position in a world-class company. I offer strong interpersonal skills to develop global customer solutions with thought leadership and integrity, excellent interpersonal, oral and written communication and presentation skills, functioning well both independently and collaboratively with an outgoing personality.90003
90002 To work in a reputed company that utilizes my knowledge and experience and has opportunities to learn technologies. 90003
90002 To build a strong career in the IT sector through hard work, devotion, dedication, constant learning approach and ability to take new responsibilities and challenges. 90003
90002 To utilize my expertise as a Sales Executive for a dynamic organization that encompasses hiring a Sales Manager is an investment. 90003
90002 To pursue a challenging and growth-oriented career in an organization that may broaden my current skills, knowledge and abilities gathered through education and thus become a successful System Administrator / Network Administrator.90003
90002 A challenging career in a growth oriented company where my ability, skills, and the experience can be fully utilized. 90003
90002 I want to give my all efficiency, hard work & honesty to that organization where I will work and I will try to place that organization on the top. 90003
90002 To enhance my knowledge, experience and learn new technology and while serving the company with sincerity and dedication. 90003
90002 To take new responsibilities and challenges in the field of Computer Networking while constantly learning new technologies to sphere my work.90003
90002 To pursue a highly rewarding career, seeking a job in a challenging & healthy work environment where I can utilize my skills & knowledge efficiently for organizational growth. 90003
90002 Secure a responsible position in the call center and serve as a customer care representative sharing my breadth of experience and abilities to handle customers effectively. 90003
90002 A position as Desktop Support Engineer / System Engineer or related position which offers key participation, team-oriented tasks, immediate challenges, and career opportunity.90003
90002 Looking for an opportunity to contribute my professional knowledge at the right place and enhance my skills for further growth and betterment. 90003
90002 I believe that I can grow only by contributing to the growth of the organization, I work for. Therefore I am looking forward to work in an organization of repute, where I can utilize my knowledge and discharge responsibilities assigned to me in the best possible manner, thereby resulting in a relationship of mutual growth. 90003
90002 A position in the Sales department or customer care service in an IT company where my extensive experience in improving profits and customer satisfaction can help the organization in achieving its goals and objectives.90003
90002 To make a contribution to the organization to the best of my ability and to develop new skills and share my knowledge while interacting with others and achieve new height. 90003
90002 Earnest MCA graduate with strong technical and interpersonal skills. Seeking an entry-level job to leverage my programming knowledge to fulfill the duties of a junior programmer in Software Company. 90003
90002 Secure a challenging roll in an organization that offers me the opportunity to continuously learn and evolve myself not as a better professional but also as a better individual.90003
90002 To achieve continuous progress on both professional and personal fronts through all-round skills with emphasis on assigned targets. 90003
90002 I am seeking a company where I can use my experience and education to help the company in meeting and surpassing its goals. 90003
90002 Center Manager, Additional Manager, Regional Manager or Assistance Manager Position in a leading organization where I can contribute business value by executing and developing a strategic and long term vision while leading the center to achieve measurable business results and growth.90003
90002 To serve an organization that promises better feature prospects for its employees and allows them to work with their capability and excellence. 90003
90002 To sustain and grow in computer hardware and networking field by exploiting my knowledge for the best interest of the company. 90003
90002 To render my sincere effects into your esteemed organization this can develop and brush up my knowledge. 90003
90002 To be a professional and to utilize my skill and knowledge to full fill the requirement of the organization in customer service.90003
90002 Seeking a position where my abilities can be highly utilized in a growth-oriented and professional environment. 90003
90002 Seeking an opportunity to utilize my extensive experience with a company that offers growth and increasing responsibility. 90003
90002 By acquiring knowledge, expertise, and familiarity with the organization’s culture, I want to contribute towards realizing the organization’s vision and become its integral part. 90003
90002 To secure a challenging position that utilizes my years of experience, while allowing me the opportunity to grow professionally.90003
90002 I would like to be a part of an organization where I could use and enhance my knowledge and talent for the development of both the organization and myself. 90003
90002 To join a company that offers me a stable and positive atmosphere and inspires me to enhance and therefore to innovate the work culture for the betterment of all parties concerned. 90003
90002 To work in an organization where I can acquire new knowledge and sharpen my skills and put my efforts into achieving organization as well as individual goals.90003
90002 To secure a challenging position that utilizes my 10 years of experience, while allowing me the opportunity to grow professionally. My goal is to become a valued asset for the company. 90003
90002 To enhance my working capacities, professional skills, and business efficiencies to serve my organization in the best possible way with sheer determination and commitment. 90003
90002 To work with an organization that provides me an opportunity to grow and exploit my potential to excel in the field of Computer Networking.90003
90002 To work in a highly professional organization where I see myself utilizing my talents and qualification to the needs and culture of the organization and thus see myself delivering the best of the services per the organization’s goals and objectives. 90003
90002 I am highly motivated and dedicated to achieving a good career in the organization within the responsibilities sphere. 90003
90002 I aspire to have a career where I will experience new challenges at every point of work and would convert all my abilities, knowledge and interest to a meaningful contribution to the company.90003
90002 To work with a reputed organization interested in rewarding talent in any environment conducive for growth and learning. 90003
90002 To build a career with a leading corporate having committed and dedicated people whom I will work with all my potential and enhance my skills. 90003
90002 I seek challenging opportunities where I can fully use my skills for the success of the organization. 90003
90002 To obtain a challenging and rewarding position of Network Engineer with an organization that recognizes my true potential and provides me sufficient avenues and professional growth through nurturing my technical skills and competencies.90003
90002 To Work with the aim of excellence and betterment of organization working with caution and agnation. 90003
90002 To get a position of responsibilities in the social development sector that uses my skills and efficiency to communicate ideas and views. 90003
90002 To obtain a challenging position in a Call Center that allows me to utilize my customer service capabilities and devotion efficiently. Should be career-oriented and allow for an opportunity for growth within the company.90003
90002 To seek a position in the IT sector to leverage my 10+ year’s professional experience as a Network Administrator. 90003
90002 To work in a position that allows me to enhance my skills and professional knowledge. 90003
90002 The above list updates frequently. To view the latest and updated list, please visit on this page again. 90003
90002 To be a professional and to utilize my skill and knowledge to full fill the requirement of the organization in computer hardware and networking.90003
90002 To work enthusiastically in a position that utilizes my experience as System Administrator and offers an opportunity to move in the organization hierarchy. 90003
90002 I am a hardworking and honest person, looking for a suitable opportunity to build on my knowledge and develop as a person. 90003
90002 To become an indispensable part of an organization that allows me to enhance my skill and potential in a healthy work environment. 90003
90002 Seeking for a challenging assignment and responsibility with an opportunity for growth and career advancement as an achievement.90003
90002 To obtain a sales executive position that will provide me the ability to apply my sales and work experience in a growing industry. 90003
90002 To work pragmatically in an organization where I can show my talent and enhance my skills to meet company goals and objectives with full integrity and zest. 90003
90002 To utilize my analytical, problem solving, communication and interpersonal skills and fast learning abilities in the field of Information Technology. 90003
90002 Looking for a challenging position in IT Company where my resourceful experience and technical skills can be used as valuable resources for the company.90003
90002 Looking for an opportunity to enhance my troubleshooting skills and utilize my extensive experience in Computer Networking. 90003
90002 To be associated with a progressive organization that provides an opportunity to apply my knowledge and skills to keep abreast of the latest trends and technologies. 90003
90002 Having a flair for excellence, I want to be the most valuable asset for the company where I would work. 90003
90002 I intend to build a career with leading corporate of computer hardware and networking sector with committed and dedicated people, which will help me to explore myself fully and realize my potential.90003
90002 To make a promising career in the IT sector by contributing already achieved knowledge and skills in the progress of the organization. 90003
90002 Looking for a Sales Executive position where I will be responsible for developing new sales in assigned territory. 90003
90002 To obtain a position where my skills and knowledge are valued and can be benefitted in the organization. Ideally, I wish to have a focus on System Administration post in growing organization preferably dealing in the IT sector.90003
90002 I want a highly rewarding career where I can use my skills and knowledge for organizational and personal growth. 90003
90002 My ambition has always been to work in a competitive environment, where I can use my professional skills and could finally reflect in my work and benefit my company to achieve new heights. 90003
90002 To obtain an entry-level position within an organization that offers security and professional growth that requires strong analytical and technical skills.90003
90002 In Search of better growth, opportunities and a challenging environment where I can use my talent and professionals knowledge as well as to contribute education and skill in a growing and dynamic organization. 90003
90002 Looking for a career that can provide job satisfaction and an opportunity for earning and applying knowledge to gain vide experience of operation in lower-level management and finally making it start an epic planning level. 90003
90002 To continue my career with an organization that will utilize my System Administration and Network Management skills to benefit mutual growth and success.90003
90002 To continuously strive for higher achievement in life and establish me as a perfect and accept challenging work and contribute forward to the success of esteem organization by hard work and acquired skills. 90003
90002 To work in a progressive organization that can expand all my knowledge and provided me exciting opportunities to utilize my skills and qualification to produce the resulting fidelity. 90003
90002 To work in a healthy environment where I can use the right blend of skill and knowledge which I possess for achieving the organization objective as well as the development of my personality & capability in this dynamic corporate world.90003
90002 I want to relish into the reputed company with dedication and determination, seeking total commitment a challenging and responsible position that offers bright opportunity and that adds value to my organization and me. 90003
90002 To enter an impeccable relationship with an organization of repute which can utilize the inherent talent of the incumbent to the maximum and to work on a challenging and dynamic project with a good amount of freedom and corresponding work responsibility.90003
90002 Want to work in a rapidly growing organization with a dynamic environment where I can enhance my knowledge and skills more efficiently. 90003
90002 To achieve consist of career growth in an organization by working best of my capabilities in the provided challenging position. 90003
90002 To obtain a challenging and rewarding position in an organization that recognizes my true potential and provides me sufficient avenues for professional growth through nurturing my technical skills and competencies.90003
90002 To build a sustainable career in the competitive field of computer networking through an innovative approach. 90003
.90000 Ability in Organizational Behavior: Types of Ability (Explained) 90001 90002 Ability is the skills and qualities which make it possible to achieve a goal. 90003 90002 It may be stable and enduring characteristics that are genetic and can be either completely perceptual or completely motor or a combination. 90003 90002 Employees need to have certain abilities that will make them a valuable addition to an organization. 90003 90008 What is Ability in Organizational Behavior? 90009 90002 Ability is a current assessment of what one can do.90003 90002 From a management standpoint, the issue is not whether people differ in terms of their abilities. 90003 90002 They certainly do. 90003 90002 The issue is knowing how people differ in abilities and using that knowledge to increase the likelihood that an employee will perform his or her job well. 90003 90002 What we are acknowledging is that everyone has strengths and weaknesses in terms of ability that make him or her relatively superior or inferior to others in performing certain tasks or activities.90003 90002 According to Stephen P. Robbins, «Ability is an individual’s capacity to perform the various tasks in a job.» 90003 90002 According to Keith Davis, «Ability is the quality of being able to something, especially the physical, mental, financial or legal power to accomplish something.» 90003 90002 Alyssa McGonagle, a professor of psychology at Wayne State University said, «Workability is not about whether people want to continue working, but whether they feel they can continue working at their jobs.»90003 90002 At last, we can say that ability is the quality or state of being able, power to perform whether physical, mental, moral intellectual, skill in doing, the sufficiency of strength, available resources, etc. 90003 90002 It underpins and contributes to skills. 90003 90002 It can be essentially perceptual, essentially motor or a combination of both. 90003 90002 There are two types of abilities, intellectual and physical abilities, which organizations look for employees to have to depend on the job requirements.90003 90008 Types of Ability 90009 90002 In Organizational Behavior, the 2 types of ability are; 90003 90038 90039 Intellectual Ability. 90040 90039 Physical Ability. 90040 90043 90008 Intellectual Ability 90009 90002 Intellectual ability is the capacity to do mental activities thinking and reasoning and problem-solving. 90003 90002 It commonly refers to the ability measured by performance on an intelligence test. It is also sometimes used in the context of discussing the performance of someone in an academic or real-world setting.90003 90002 The seven most frequently cited dimensions making up intellectual abilities are number attitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, and memory. 90003 90002 Intellectual abilities have got seven dimensions. 90003 90002 Such as; 90003 90056 90057 90058 90058 90060 90061 90062 90063 90064 Dimension 90065 90066 90063 90064 Description 90065 90066 90071 90062 90063 Number Aptitude 90066 90063 It is an ability to do speedy and accurate arithmetic.90066 90071 90062 90063 Comprehension 90066 90063 It is the ability to understand what is read and heard and the relationship of words to each other. 90066 90071 90062 90063 Perceptual Speed ​​90066 90063 It is a dying ability to identify visual similarities and differences quickly and accurately. 90066 90071 90062 90063 Inductive Reasoning 90066 90063 It is the ability to identify a logical sequence in a problem and then solve the problem. 90066 90071 90062 90063 Deductive Reasoning 90066 90063 It is the ability to see the logic and assesses the implication of the art argument.90066 90071 90062 90063 Special Visualization 90066 90063 It is the ability to imagine how an object would look like its position in space was changed. 90066 90071 90062 90063 Memory 90066 90063 It is the ability to retain and recall past experiences. 90066 90071 90114 90115 90002 90064 Advantages 90118 90065 90003 90121 90039 Highly reliable 90040 90039 Verbal reasoning and numerical tests have shown high validity for a wide range of jobs. 90040 90039 The validity rises with the increasing complexity of the job.90040 90039 Combinations of aptitude tests have higher validities than individual tests alone. 90040 90039 It may be administered in group settings where many applicants can be tested at the same time. 90040 90039 Scoring of the tests may be completed by computer scanning equipment. 90040 90039 Lower cost than personality tests. 90040 90136 90008 Physical Ability 90009 90002 Physical ability is the capacity to do tasks that demand stamina, desired, strength and similar characteristics. 90003 90002 It can identify individuals who are physically able to perform the essentials function of a job without risking injury to others.90003 90002 Research on the requirements needed in hundreds of jobs has identified nine physical abilities involved in the performance of physical tasks. 90064 90118 90065 90003 90002 These are -dynamic strength, static strength, trunk strength, explosive strength, extent flexibility, dynamic flexibility, body — coordination, balance, and stamina. 90003 90056 90061 90062 90063 90064 Factor 90065 90066 90063 90064 Description 90065 90066 90071 90062 90063 Dynamic Strenght 90066 90063 Ability to exert muscular force continuously over time.90066 90071 90062 90063 Trunk Strenght 90066 90063 Ability to exert muscular using trunk muscles. 90066 90071 90062 90063 Static Strenght 90066 90063 Ability to exert force against external objects. 90066 90071 90062 90063 Explosive Strenght 90066 90063 Ability to expand a maximum of energy in one or a series of explosive acts. 90066 90071 90062 90063 Extent Flexibility 90066 90063 Ability to move the trunk and back muscles as far as possible. 90066 90071 90062 90063 Dynamic Flexibility 90066 90063 Ability to make rapid, repeated flexing movements.90066 90071 90062 90063 Body co-ordination 90066 90063 Ability to coordinate the simultaneous actions of different parts of the body. 90066 90071 90062 90063 Balance 90066 90063 Ability to maintain equilibrium despite forces pulling off balance. 90066 90071 90062 90063 Stamina 90066 90063 Ability to continue maximum effort requiring prolonged efforts over time. 90066 90071 90114 90115 90002 90064 Advantages 90118 90065 90003 90121 90039 It can identify individuals who are physically unable to perform the essential functions of a job without risking injury to themselves or others.90040 90039 It can result in decreased costs related to disability / medical claims, insurance, and 90040 90039 workers compensation. 90040 90039 Decreased absenteeism 90040 90136 90002 90064 Disadvantages 90118 90065 90003 90121 90039 Costly to administer 90040 90039 Requirements must be shown to be job-related through a thorough job analysis. 90040 90039 May have an age-based disparate impact against older applicants, 90040 90136 90008 Intellectual Ability vs. Physical Ability 90009 90002 Ability is an individual’s capacity to master numerous tasks in a job.90003 90002 Organizations need to identify key abilities of employees that will lead to success, and employees need to have certain abilities that will make them a valuable addition to an organization. 90003 90002 The person who has both the intellectual ability and physical ability may become a rising star within the organization. 90003 90002 The intellectual ability deals with mental capabilities such as excellent memory, verbal comprehension, reasoning, analyzing, and problem-solving, which are all important elements of worker skill in companies.90003 90002 Physical ability is the ability to perform some physical activity, including the tasks that require characteristics such as strength, stamina, etc. 90003 90002 For example, a word processor is required to use his / her fingers to type on the keyboard to accomplish the job. There are significant differences between these abilities. 90003 90002 These are given below: 90003 90056 90061 90062 90063 90064 Intellectual Ability 90065 90066 90063 90064 Physical Ability 90065 90066 90071 90062 90063 1.Intellectual ability is the capacity to do activities like thinking, reasoning, and problem-solving. 90066 90063 1. Physical ability is the capacity to do tasks that demand stamina, desired, strength and similar characteristics. 90066 90071 90062 90063 2. Intellectual ability is doing with the mind. 90066 90063 2. Physical ability is doing with the body. 90066 90071 90062 90063 3. It is a measure of intelligence, and involves understanding complex concepts and thinking critically. 90066 90063 3.It is the capability of performing physical accomplishments, such as flexibility, coordination, basic motor skills. 90066 90071 90062 90063 4. It is related to the skills of the mind. 90066 90063 4. It is related to the capabilities of the physical structure. 90066 90071 90062 90063 5. It plays a vital role in complex jobs with demanding information processing requirements. 90066 90063 5. It gains importance for successfully doing less-skilled and more standardized jobs. 90066 90071 90062 90063 6.Intellectual ability is the ability of the mind — i.e. how clever, intuitive, etc. a person is. 90066 90063 6. Physical ability is the ability of the body — i.e. how strong, agile, etc. a person is. 90066 90071 90062 90063 7. Types of intellectual ability are number attitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, and memory. 90066 90063 7. Types of physical ability are dynamic strength, static strength, trunk strength, explosive strength, extent flexibility, dynamic flexibility, body coordination, balance, and stamina.90066 90071 90114 90115 90002 Every individual requires the ability to achieve a goal. 90003 90002 Physical ability is the ability to perform some physical activity, including the tasks that require characteristics such as strength, stamina, etc. 90003 90002 On the other hand, intellectual ability is what one can do with the brain, with intelligence. 90003 90002 It is generally talking about the ability that tested relied on an intelligence test. It is also used in the real world when measuring someone’s performance.90003 90002 Basically, by the above way, we can differentiate physical and intellectual ability. 90003.